IRANIAN JOURNAL OF MANAGEMENT SCIENCES
Year:2007 | Volume:2 | Issue:6|Papers Count:11

In this paper the importance of strategic approach to modular sourcing is described. Also a process for modular sourcing decision in manufacturing industry is proposed. The proposed decision process includes determination of strategic directions, selection of modules, evaluation and prioritization of them. With a focus on the importance of evaluation criteria, this paper proposes the following factors as the comprehensive strategic sourcing decision criteria for manufacturing industry: customer importance, technology clocks peed, competitive position, supplies base capability, and architectural relationship. Also, economic value added as the most important financial factor is presented. At the end, the proposed process is applied for outsourcing decision of 28 automobile body modules.

A considerable body of academic literature in public administration is about its various forms of intellectual crisis, which are frequently subsumed under the idea of identity crisis. Although knowledge is the latest buzzword in public administration, yet contemporary debates demonstrate a poor understanding of how knowledge is constructed and valued in the field. Therefore, many scholars attempt to response to identity crisis in the field. This paper intends to categorize and review these responses using the approaches of knowledge production in scientific structures. It is concluded that the solutions based on transdisciplinary knowledge of public administration that is based on a common theoretical understanding, a mutual understanding of disciplinary epistemologies, and understanding the reality of life and its complexities, can provide a framework for the identity of the public administration field.

With the advent of knowledge era, the trend of organizational dimensions has found new aspects. The advancement of communication and information technologies as well as the importance of knowledge as a determining factor in organizational competitiveness and productivity involves special requirements.In this article, we describe the evolution of structural dimensions from traditional or hierarchical to knowledge economy. The major question is if, in spite of the movement of organizations towards knowledge-based economy, they have undergone structural transformation appropriate to this economy or not. If the answer is YES, how much it is and how it can be promoted.

This paper tends to show how managers may improve the long term effectiveness of their organizations though a suitable organizational culture management. For this purpose, first the specific features of the existing studies and models have been reviewed, then a process model for organizational culture management has been suggested. In order to implement the suggested process, a conceptual model has been designed focusing on three major factors that shape culture, characteristics f organizational culture (values), and the outcomes of organizational culture.The proposed model has used Competing Values Framework to diagnose the ideal and existing culture; this framework describes the four cultural types.Finally, it proposes a specific framework for the gap analysis; formulating, implementing and evaluating cultural change plans.

The continuation of profitable and successful life of any organization depends on the existence of integrity in the performance of its subsystems and departments towards the strategic goals. Lack of strategic conformity in the output of different departments in a long term period halts an organization achieve a sustainable competitive position. Marketing and production departments are the key departments whose strategic conformity guarantees the organization's progress and excellence. In this paper we try to present a quantitative model based on "creating value for customers criteria" and "key performance criteria" and related variables to evaluate the conformity of marketing and production strategies. In the end of this paper we present a method for goal setting of this conformity with the use of goal programming technique.